INTERNATIONALISATION STRATEGY
University of Glasgow
February 2010
1.
INTRODUCTION
‘Internationalisation’ is considered to be the process of integrating an international or intercultural
dimension in to our teaching, research and service functions 1. Being an internationalised university is
concerned with the development of a multicultural community of students and staff; the provision of a
supportive environment and educational experience that prepares our students for global political and
social environments; and the development of international alliances and partnerships to support and
build our capacity and capability in research, education and enterprise.
1.1 A Strong Tradition of Internationalisation
The University of Glasgow has a strong tradition of internationalisation; there is much to be proud of.
Throughout its 550 year history the University has supported the establishment and development of
universities all over the world; its graduates have contributed to economic, environmental and social
development on every continent; and through its research outputs, the University has contributed in a
significant way to the development of new technologies, therapies, economic change and cultural
enrichment world wide.
Each of our core strategies – Learning & Teaching (L&T) and Research & Knowledge Transfer
(R&KT) – already has at its heart the ambition of securing the University's international profile and
standing within the top universities in the world. They, along with the International Student Recruitment
Strategy, the Human Resources Strategy and the Alumni Development Plan, represent considerable
work in progress.
1.2 Fit for the Future
Our commitment to internationalisation is evident in the University’s strategic plan for 2006-10,
‘Building on Excellence’, which articulates our ambition ‘to be one of the small number of universities
recognised as being the best in the world’, and the strategies that flow from it. In viewing
internationalisation from these perspectives however, gaps are evident. While we have a range of
international links and partnerships based on the research and scholarship of our academics, and on
student exchanges, our approach to being an international university thus far has been serendipitous
and somewhat fragmented. Our core strategies combined leave gaps on the one hand (e.g.
partnership development), while producing unexploited overlaps on the other, issues which when
addressed will improve the success and profile of the University.
There are also barriers that have been identified by staff and students when considering the
requirements of working on a wider canvas. Many of these are internal and to do with services and
governance arrangements as much as our academic activity and educational ethos. Some barriers will
be external and will involve the University effecting change through lobbying, policy making
and building influential relationships – a role not least for the International Deans. A key step in
developing this strategy with staff and students has been identifying barriers to overcome as well as
opportunities to be realised for the University.
1.3 Planning for the Future
The University is entering a new phase of international activity with ambitious targets which reflect our
commitment to enhancing our international reputation and ranking. Our strategic plan, ‘Building on
Excellence’, sets out our key strategic objectives and priorities for the period 2006-2010 highlighting
our aims to be:
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In the UK’s top 10 universities, and one of the world’s great research intensive universities
1
De Wits and Knight, 1997
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An international leader in research across the physical sciences, life sciences, social sciences
and humanities
Renowned internationally for enquiry-led learning in a knowledge culture shaped by our
research environment
Recognised as a leading postgraduate university, renowned for the quality and breadth of our
provision
A university which attracts and retains the very best staff
A great place to study, research and work
While we are currently in a new phase of strategic planning, the overarching high level aims remain
relevant and it is in this context that the Internationalisation Strategy has been developed to:
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engender shared understanding of our institutional priorities in the international arena
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guide Faculties (Colleges / Schools) and Services in making resource and development choices
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ensure that we embed an international dimension in all our policies, strategies and processes
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enhance our international competitiveness
This strategy is interlinked with and complementary to the L&T and R&KT strategies – indeed some of
the internationalisation objectives overlay those embedded in these strategies. This should lead to
greater coordination. Opportunities exist for the University to increase its international profile and
reach, and to maximise our capability and capacity in education and research. The Internationalisation
Strategy is intended to be a framework for action and development. It highlights key goals within cross
cutting themes for the University, anchored in our strategic ambition to be one of the small number of
institutions recognised as being the best in the world.
2.
THE NEED FOR A COORDINATED APPROACH TO INTERNATIONALSIATION
Environmental scanning shows the imperative, underlined politically, of a strong international profile
and presence if we are to compete effectively and achieve our strategic goals. It also reveals the
changing demography at home and abroad to which we must respond. The combination of
globalisation, the explicit commitment to knowledge based economic development in Europe, the
establishment of mass higher education systems in many countries and the rapid emergence of new
communication technologies have collectively created major environmental change for higher
education institutions.
2.1 Intensified Competition
The internationalisation of higher education has seen universities become increasingly active players
in the global marketplace and positioned us as one of the most successful growth industries. However,
the traditional key selling points of UK higher education are no longer perceived as unique strengths.
Many European and Asian competitors are now offering programmes taught in English. Furthermore,
the UK’s reputation for excellence is steadily being matched by both traditional competitors, such as
USA and Australia, and new market entrants investing heavily in higher education to establish
themselves as regional hubs of educational excellence e.g. Singapore, Malaysia, Dubai.
Research performance features strongly in the methodology of international rankings of universities
(Shanghai Jiao Tong Academic ranking, Times Higher Education World rankings) and is recognised
as a key indicator of an institution’s international profile. In order to compete successfully we must
attract the most talented researchers and associated funding from a range of sources to continue to
grow our capacity and capability to undertake world class research. Competition is increasing with
research spending by competitors growing rapidly, for example China’s share of world academic
publications increased from 2% in 1996 to 6% in 2005 and it is now the sixth largest spender on R&D
internationally. Our funding settlement following the outcomes of RAE 2008 and the adverse economic
environment ahead have indicated that income growth to support our research development and
ambition is required from a more diverse range of sources, and there are opportunities through
partnership working to tap in to a range of sources internationally.
2
The market for talented students, both ‘home’ and international, is increasingly competitive and
aggressive, and highlights the imperative of differentiating ourselves by offering students a high quality
experience within a diverse and multicultural learning environment, with opportunities for study and
work experience in a range of institutions and organisations worldwide. We must develop a more
diverse market led portfolio of programmes at postgraduate level, developed from our academic
strengths and designed to support career development and progression of our students, including
more collaborative programmes offered internationally and via different modes of delivery. Such
development will be required to recruit highly talented students to Glasgow.
2.2 Changing Student Demographics & Student Needs
Our ambitious growth targets for international student recruitment are set against a backdrop of a
declining birth rate domestically and greater competition internationally. Demographic pressures
internationally will also drive new competition arising from projected surplus capacity in some key
markets and development of education infrastructure in competitor nations with a burgeoning young
middle class. In order to compete effectively we need to understand our students’ expectations and
how we meet these better.
It is recognised that students entering Higher Education are now more discerning and demanding and
are faced with a greater array of choice from high quality education providers. We have made real
progress in improving our understanding of student needs, through our engagement in a number of
student surveys (e.g. the International Student Barometer) and through our own focus group work. We
have also gained feedback from those who have declined our offer to study in Glasgow. We need to
translate this intelligence into enhanced levels of service to meet growing levels of expectation and to
allow us to differentiate by offering world class support services for our students from point of enquiry
to post-graduation.
2.3 Diversification and Growth of Income Streams
Our international activities are making an increasingly important contribution to the university’s
financial position both in terms of the proportion of our income from international engagement and the
diverse range of revenue generating activities we are undertaking. International tuition fee income
accounts for a significant proportion of total fee income. Our other international revenue streams
including research and knowledge transfer, fundraising and conference management are all
continuing to develop their portfolios and are achieving increased returns from their international
business development. Further investment in international activities such as partnership building,
collaborative programmes, research projects and tailored support services to ensure we are
competing successfully and raising our profile globally is contingent upon sustaining this growth in
international revenues and capitalising on new financial opportunities arising from internationalisation.
2.4 Maintaining a World Class Reputation
Glasgow’s reputation and success has secured its place in the top 1% of universities in the world. A
university’s international profile and kudos as well as its development are also defined by the peers
with whom it is linked, both strategically and academically. Securing that place in to the future requires
a coordinated approach in particular to partnerships. A proactive and explicit approach to partnership
development is integrated in this strategy.
3.
WHY DEVELOP AN INTERNATIONALISATION STRATEGY?
The Internationalisation Strategy will integrate our work to promote our ambition, and release the
additional power of our core strategies. The Internationalisation Strategy is as much about
coordination and integration as it is about market analysis and positioning, prioritisation and planning.
As such there must be clear benefits for all areas of the university:
3.1 Benefits for Students
The opportunity to have an international student experience as part of the degree programme is
attractive to students, indeed it is a key factor in attracting students to apply to and choose the
University of Glasgow. Work conducted by the Council for Industry and Higher Education indicates
3
that employers value such experience highly when recruiting graduates. Glasgow prides itself on the
profile and talent of its student intake and the career paths of its graduates. We are committed to
providing a range of opportunities for students at all levels to have an international study experience
with partner institutions, organisations and employers around the world. Graduates with highly
developed intercultural awareness and sensitivity are sought after world-wide. It is vital that we
continue to grow these opportunities to ensure we are a magnet for talented students, both national
and international, and to consolidate our position with employers.
For those students who cannot travel we will develop their opportunities to develop these attributes.
This can be achieved in a number of ways: by developing international partnership working supported
by the use of technology; by increasing the size and diversity of our international student and staff
community; and by promoting a broad perspective on learning cultures and styles through our
approaches to teaching, learning and assessment and our curriculum. Recruiting staff from a range of
educational cultures and using their knowledge and skill to develop our pedagogies and promote
internationalisation of our curriculum, will provide students with an enhanced learning environment.
3.2 Benefits for Staff
The University values the diversity of its staff and seeks to harness the insight and expertise which
international staff and UK staff who have benefited from international experience can offer the
University in research, teaching and administration. The value of staff exchanges, sabbaticals,
fellowships and involvement in collaborative research and teaching internationally is recognised and
these will be rewarded through our recognition and reward systems. Support for staff exchanges will
be sought as a matter of priority. The benefits for staff working in an increasingly internationalised
university lie with the opportunities for engaging with talented students and with staff from peer
universities and a range of multinational employers and organisations around the world, and
contributing to technological cultural and economic development on an international scale. Career
development opportunities for staff seeking to move beyond Glasgow will be enhanced, as Glasgow’s
reputation, profile and international linkages increase.
3.3 Benefits for Glasgow & the West of Scotland
The University is located in Scotland’s most multicultural city and this provides a range of opportunities
to contribute to the economic, social and cultural development of the city and region in partnership
with civic leaders, key organisations such as Glasgow City Council and the international community.
Explicit commitment to enhancing the University’s international profile and reach will bring benefits to
the city and to the region and will reinforce the city’s development and prosperity while helping to
promote our academic excellence on the world stage and establish us as a preferred destination for
those seeking a world-class education or career in the city and region.
3.4 Benefits for Scotland
Increasing the role of the university sector in supporting successful business development is a clear
agenda of national government. The University is well placed through its international academic links
to contribute effectively to growing the international reach and competitiveness of Scottish businesses
both through its research base and knowledge exchange activities and through its pool of highly
qualified graduates.
4.
DRIVERS FOR CHANGE
Following discussion of the opportunities and challenges for the University in the context of our
strategic ambition, we agreed the following drivers to adopt a proactive and strategic approach to
internationalisation:
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to ensure that our learning environment promotes students’ global awareness and enhances
their career progression
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to capitalise on international business opportunities
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to enhance our reputation
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to enrich our local community
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to promote sustainable mutually beneficial partnership working with institutions world-wide
4
5.
KEY THEMES
Six key themes of the strategy have been identified:
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Student Experience
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Research and Knowledge Transfer
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Staff
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Alumni
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Partnerships
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Local Engagement
5.1 The Student Experience
i.
Objective: To enhance the student experience at Glasgow by offering a culturally diverse
learning environment that prepares students for global employment and citizenship, and an
experience built upon a wide range of world class support services, from point of enquiry to post
graduation.
The quality and attractiveness of our learning and teaching environment, and in particular our
graduates, are critical to ensuring our future success as an internationally competitive university. Our
L&T2 strategy is based on a commitment to deliver an internationally relevant learning experience to
our students, by providing them with opportunities out-with Glasgow, by promoting diversity of the
student and staff community, by developing an internationally relevant curriculum, and by informing
our educational development through engagement and mutual development with partners world wide.
This commitment has four key strands. Firstly we will grow our international student body significantly
and enhance the diversity of our student and staff communities, and in committing to this goal, we
pledge to support their integration into the University community, the city of Glasgow and Scotland.
To be employable and highly sought after, our graduates must have an international perspective to
their skills, knowledge and understanding, an awareness of different cultural perspectives and cultural
interdependence and an ability to work effectively with people from different backgrounds. To prepare
our students and staff to work in different linguistic environments, the University is committed to
providing appropriate language training for those going on international placement. For staff and
students coming to Glasgow from a non-English speaking background there will be support provided
to facilitate their acclimatisation into their new environment in the UK. Glasgow is committed to
developing graduates with these and other attributes well defined in our L&T Strategy. Our learning
environment and curriculum must promote these outcomes. We currently provide a rich array of
international study opportunities and work placements for our students through credited and voluntary
courses (e.g. ‘EDGE’ programme), links with voluntary organisations and a range of employers (e.g.
Club 21), and student clubs and societies. We will continue to grow similar enriching opportunities.
We recognise that for many students, commitments in Glasgow can restrict their opportunities to
travel; therefore we will seek to promote a range of opportunities in particular more short term and
‘virtual’ study opportunities, which will afford students based in Glasgow and the west of Scotland the
opportunities to engage with students, employers and communities in other areas of the world. We will
increase the opportunities for international mobility of students through development of a more
versatile range of placements and exchanges and greater recognition for non-credit bearing
international volunteering activities.
We will engage with our strategic partners and other education providers to develop a diverse portfolio
of high quality collaborative programmes, embracing different modes of delivery and targeting selected
international markets to capitalise on our key strengths and extend and diversify our reach globally.
We will underpin this provision with an increased range of scholarships and bursaries to attract highly
talented students to the University.
ii.
2
Goals
http://www.gla.ac.uk/services/planning/staff/public/learningandteachingstrategy/
5
•
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To grow and diversify our international student community and foster a culture where this
diversity is valued positively.
To achieve student recruitment targets across all our markets with talented students both home
and overseas, with the International Recruitment Team working more closely with Corporate
Communications, Development and Alumni and Schools to market the University overseas.
To expand the range of international study and placement opportunities for our students
To promote effective integration of our international students and their families into the
university community.
To increase the range and number of collaborative degree programmes at undergraduate and
postgraduate levels.
To ensure that the portfolio of postgraduate taught programmes is market focused and provides
good return on investment.
To promote internationalisation of the curriculum and prepare our students for careers in a
globally competitive environment.
To research Trans-national Educational opportunities and develop a separate strategy with
recommendations.
To carry out a ‘gap analysis’ of our student services from point of enquiry to post-graduation, to
highlight improvements we need to make in service delivery.
To maximise synergies between services via initiatives such as the Fraser Building and the
Student Lifecycle Project to help us improve the service we deliver for students.
To review our scholarships and bursaries for overseas students to ensure such funds are
supporting our recruitment strategy and/or our aim to attract the very best talent to Glasgow.
5.2 Research and Knowledge Transfer
i.
Objective: To grow research and knowledge transfer business internationally to achieve a
position as one of the world’s top research intensive universities.
The R&KT Strategy sets out the vision for the future direction of our research activities. The Strategy
contains a commitment to support, at the institutional level, a range of priorities that enhance the
international profile and excellence of our research, grow our business interactions worldwide through
partnership with global industry and funding from international sources 3. These priorities recognise the
importance of developing strategic international alliances in areas where we have shared research
interests as well as supporting the development of new collaboration through, for example, joint
supervision of internationally ambitious research students.
The University’s research reputation is acknowledged to be reliant on our ability to attract and retain
internationally recognised academics, nurture the development of our ‘rising stars’ and to support a
diverse research student population. This requires not only continued investment in research
infrastructure, further improvement in the flexibility of our internal processes and the promotion of the
University as a leader in setting the research agenda but also hinges on growing and supporting the
University’s research in areas of global significance.
There is an important and beneficial overlap between our Research and Knowledge Transfer mission
and our Local Engagement mission (section 5.6). The University works with a number of economic
development partners to improve its links with business to increase levels of knowledge transfer,
innovation and commercialisation of research. This results in the development of new products,
processes and services and the creation of spin-out companies in the region, but also, through our
global research reach, links international knowledge and partners into the region and supports
economic growth.
The University of Glasgow’s Innovation Network has been launched to increase engagement by
Scottish companies in innovation, product development and new supply chains. This will be achieved
through a number of routes including harnessing the University’s extensive international links in an
3
http://www.gla.ac.uk/media/media_45220_en.pdf
6
effort to increase significantly the level of international engagement. A programme of outreach activity
will encourage international collaboration, using a range of mechanisms including for example
academic and community networks, GlobalScot and Scottish Development International. Creating
such linkages is challenging but this is an area where the University, with its international reputation,
extensive contacts and academic engagement, is well positioned to deliver successfully.
ii.
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Goals
To take a proactive lead in setting the research agenda and to translate that research into
internationally competitive teaching at undergraduate and postgraduate level
To recruit a higher proportion of staff from non-UK countries stimulating internationally
connected research
To increase international research student numbers and quality
To improve our visibility as a leading international research-led university through strategic and
tactical partnerships, membership of international University networks and large scale researchled initiatives that address issues of global concern
To increase international research earnings
To attract new research funding and jobs into Scotland by increasing the level of interaction
between the research base, international companies and overseas Higher Education Institutes
To improve access to innovation support and funding for Scottish companies, increasing the
linkages between the indigenous SME company base and multinationals, leading to
international research collaborations and business growth.
5.3 Staff
i.
Objective: To support effective engagement of staff with the goals of internationalisation and
promote a culturally diverse community.
The ongoing development of a supportive, culturally diverse environment and promotion of crosscultural awareness underpinned by appropriate training and an attractive suite of international career
development opportunities are critical for the successful implementation of the internationalisation
strategy. The University’s Human Resources Strategy recognises the value of our staff, the
importance of celebrating diversity and the need to attract and retain the highest calibre of staff from
across the globe.
The Strategy is set within an equality and diversity policy framework, which aims to fully utilise the
creativity and talents of our staff in a supportive and inclusive environment where everyone can reach
their full potential and place us at the leading edge as an international employer. The goals relating to
staff will build on the existing strategic objectives to ensure that we can achieve our international
ambitions.
ii.
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Goals
to embed recruitment strategies that support the diversification of our staff communityto provide
practical support to help new international staff integrate into the University community and
adapt to their new working environment.
to provide flexible and effective staff training in support of internationalisation objectives and
intercultural awareness
to develop and promote staff exchanges/secondments internationally and to support staff
undertaking international activities
to develop explicit mechanisms to harness the regional and cultural knowledge and expertise of
international staff to inform and support the internationalisation process
to support staff in developing international partnerships and securing business overseas,
providing training in the areas of international etiquette, business planning, partnership
development, negotiating skills, international marketing, country/regional briefings
to provide training to help services and colleges respond effectively to the growing expectations
of students as stakeholders and partners
to review the health and safety arrangements in place to support staff travelling abroad
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5.4 Alumni
i.
Objective: To enhance engagement with the University’s international alumni in support of the
University’s strategic objectives.
The Development and Alumni Strategy emphasises the importance of achieving greater participation
and feelings of goodwill and community among our 100,000 strong worldwide community of graduates
and friends. The goals relating to alumni will build on this objective and in particular aim to engage
further our international alumni.
Many of our alumni will be in positions of influence and as such may be able to provide useful links in
business, industry and academia as well as potentially supporting the University financially. Increased
support for new international graduates will help them to become ambassadors for the University and
facilitate the growth of our global network. Developing these relationships will help to contribute to our
objectives for enhancing our international reputation, partnership building and provision of greater
opportunities for international placements and exchanges for staff and students.
ii.
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Goals
to increase the number of University led alumni events in countries where Glasgow graduates
work and live
to develop and support existing alumni groups and grow new groups internationally
to use alumni relations and supporting systems to promote internationalisation of the student
experience and enhance research connectivity
to use alumni relations to promote the reputation and profile of the University
to mobilise alumni in support of the University’s student recruitment targets
5.5
i.
Partnerships
Objective: To increase partnership working on a sustainable and mutually beneficial basis.
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The University is committed to enhancing its portfolio of partnerships and the development of
sustainable and mutually beneficial alliances with appropriate organisations worldwide including
education institutions, governments and industry. Our approach to partnerships will be underpinned by
a commitment to align the University with partners and other external stakeholders with whom we
share common aims and interests and enjoy parity of esteem, and with partners which support the
philanthropic aims of the University Strategy. This will ensure that the university’s brand is enhanced
by the alliances we forge, the key performance indicators we adopt and the international marketing
and public relations strategies we pursue.
Our approach to partnership development will recognise different partnership types and levels which
will range from institutional alliances to partnerships at research group/ researcher level. We will focus
our institutional level commitments on a small number of well matched institutions, and resource these
to deliver measurable outcomes over time. These should sit comfortably with the development of a
range of bilateral and network relationships with academic institutions, industry and employers in
various countries with an appropriate international regional spread to enhance opportunities for our
students and staff. We will seek to build all partnerships on the basis of sustainability, mutuality and
reciprocity. The International Partnership Development Fund4 launched in 07/08, has supported the
growth of new partnerships. Our partnership with Kaplan International Colleges through the
establishment of Glasgow International College has resulted in a new model of partnerships for
Glasgow and is already providing a supply of entrants from our dedicated pathway programme. There
will be a review and prioritisation of existing partnerships in order to maximise returns from and
commitment to key relationships, to ensure reciprocity and good alignment with the University’s goals.
4
http://www.gla.ac.uk/international/internationalisation/internationalpartnershipdevelopmentfunds/
8
The last decade saw the establishment of international networks of universities, established to develop
a range of capacities including research, such as Universitas 21, the World Universities Network and
the International Research Universities Network. These networks have the potential to enhance the
competitiveness of our research base and educational development, although they require
commitment, resource and good fit with institutional goals to be successful. The purpose and value of
our current partnerships including bilateral and multilateral agreements and membership of domestic
and international consortia such as Universitas 21 (U21) and the International Research Universities
Network (IRUN) will be reviewed and promoted as appropriate.
ii.
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Goals
to develop institutional alliances with a small number of partners of strategic significance
internationally to promote our education and research capability
to extend our range of partnership models as appropriate to differing international contexts
to engage with Universitas 21 (U21) network and the International Research Universities
Network to support key goals of the internationalisation strategy
to support the successful development of Glasgow International College
to identify, cultivate and resource new institutional partnerships ensuring a good spread on
geographic and academic basis internationally
to grow the number of collaborative degree programmes at all levels internationally supporting
growth through ongoing investment in the international partnership development fund
to develop the use of the alumni database to enhance partnership working
to review and streamline procedures for approving partnership agreements
5.6 Local Engagement
i.
Objective: To work with the city and the West of Scotland region to support social, cultural and
economic development through the international profile and reach of the University.
The University plays an important role as a strategic partner in promoting the development of the City
and the West of Scotland and is committed to the Region’s economic growth, social development and
cultural offering. Social justice, social inclusion, poverty reduction, health and well-being are major
issues for Scotland as a whole and form core themes for a number of Interdisciplinary Research
Centres and Networks within the University. We aim to use our research capability and international
contacts and partners in these areas to build on our policy formulation activities, working in partnership
with a number of public bodies. The University also plays an important role through Research &
Knowledge Transfer relationships with local companies (see section 5.2.).
Work in partnership with Glasgow City Council and Glasgow City Marketing Bureau to promote the city
of Glasgow as a destination to study, work and live has been productive with several joint projects
bearing fruit. The University also boasts a number of facilities and services which are supportive of a
truly international community – we aim to make these as accessible as possible for our local
community. The University is fully engaged in the preparation for the Commonwealth Games 2014; it
is represented on the Glasgow Legacy Committee and several strands of research in the university
are assisting the City and Commonwealth Team in its planning for the Games and their aftermath. The
University has developed collaborative marketing with seeglasgow.com. This approach to working with
the City will be broadened and strengthened.
The University plays an important role in Scotland’s cultural life through Scotland’s oldest public
museum, the Hunterian, our Art Gallery, the Mackintosh House and Gilmorehill G12. These cultural
assets have extensive international interests and our aim is to develop these cultural offerings for the
benefit of our local communities and we are using our expertise in this area to lead national and
international thinking in the area of Knowledge Transfer through Cultural Engagement.
ii.
Goals
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to work with Glasgow City Council and Glasgow City Marketing Bureau to position Glasgow as
one of Europe’s most dynamic and diverse cities and a preferred destination in which to live,
work, invest, study and visit
to focus our work with economic development agencies to promote the City and West of
Scotland internationally and to develop more international collaborative projects
to exploit our international research strengths in areas of direct concern to society to improve
the lives and well-being of our surrounding communities
to build on our strong cultural outreach activities and their broad international coverage to
improve the quality of life in the region and to value the benefits of a diverse international
community in the city of Glasgow
to mobilise the international community in the city of Glasgow to assist in recruiting students to
the University; in building links with Higher Education Institutes overseas; and in helping build
an international campus.
to encourage our students to work and volunteer in our local community
6.
INTEGRATING AND IMPROVING OUR INFRASTRUCTURE AND PROCESSES
In addition to the six themes listed above, a strong commitment to improving our infrastructure,
processes and internal/external communications is required to implement the strategy successfully.
This focus on improving internal operations which requires integration of academic and service
functions will be captured in the associated action plans. However some priorities are listed below:
6.1 Defining & Benchmarking ‘World Class’ Standards – Monitoring progress
A suite of performance measures of internationalisation has been drafted (see Appendix 1);
encompassing the key themes. Key performance targets are under development. In addition our
performance will be benchmarked against a group of universities currently occupying positions in the
top 50 universities in the THES world rankings where possible. Benchmarking our service delivery
internationally will be undertaken to ensure that our goals are supported by clearly definable levels of
services and support.
6.2 Market Intelligence & Business Planning
Our approach to gathering market intelligence and to business planning developed from a time when
internationalisation work was less well mainstreamed. Consequently the processes we have adopted
for this area of planning are not optimally integrated in our yearly planning cycle. We are committed to
developing a systematic approach to business strategy development in relation to recruitment,
research and partnership development. We will enhance analysis and benchmarking of our own
performance in line with our peers, and with trends within our markets, and in providing well
considered reports for Colleges, Schools and Services across the University to support their growth.
This is a priority for the success of many of the goals outlined in this strategy.
6.3 Reducing Duplication of Effort
Much work on internationalisation has occurred at local level. This is to be welcomed, encouraged and
developed within the framework of priorities of the internationalisation strategy. However it is evident
that there is also duplication of effort in particular in the areas of marketing, data gathering and
analysis and business development. The efficiency and effectiveness of these core activities will be
reviewed across University Services and the interface with college work will be explored further to
ensure that duplication of effort is minimised and there is a clear understanding of the support
provided in these core functions for college staff.
7.
ENHANCING AND COMMUNICATING THE UNIVERSITY’S PROFILE INTERNATIONALLY
Central to the internationalisation process is the imperative to augment the University’s international
profile and promote its reputation as a centre of excellence in research and education. This relates to
positioning and ranking, including perceptions of both of these facets by other leading universities
around the world. The actions related to promoting our profile will have regard for the identification and
communication of the university’s key strengths and capabilities.
10
As a Top World 100 University, Glasgow aims to increase its international presence across a wide
range of activities and believes that its already strong reputation can be promoted further in key
markets. Staff promote the University internationally by running high profile conferences and events in
Glasgow and through their contributions to conferences and policy forums around the world, activities
that are integral to academic work. As well as utilising a range of international media platforms
(including digital media), our staff and students will be supported to become more effective Glasgow
ambassadors in our target regions.
Key actions:
•
Enhance understanding of the University of Glasgow brand in key regions
•
Increase media coverage of the University of Glasgow and its innovations in UK and
international print and web
•
Increase staff and student awareness of the internationalisation priorities within the University of
Glasgow using various communications channels
•
Develop bespoke regional Public Relations strategies and publications
•
Support International Deans and other staff as appropriate in promoting University of Glasgow
worldwide using a wide range of resources and approaches
•
Promote internationalisation in public affairs strategy
8.
LEADERSHIP, MANAGEMENT & ORGANISATION
An International Steering Group has been established to direct the development of internationalisation
action plans, and to monitor progress against the strategic objectives. Key indicators of progress are
currently under development; these will embrace KPIs currently agreed by and reported to Senior
Management Group, Senate and Court; the purpose of the internationalisation suite of indicators will
be to provide Schools in particular with a more sensitive framework for self-evaluation.
The group is chaired by the Senior Vice Principal. This group will be sensitive to existing international
activities being undertaken in Colleges, Schools and in service areas. Existing groups and committees
with an international remit will feed in to the steering group in order to support integration of our
activities. The International Deans and theme leads (see below) will be a source of integration of our
internationalisation activities, will be key contributors to the work of the Steering Group, and will act as
a source of advice for staff, especially related to academic business development, identification of
potential strategic partnerships with targeted institutions, and to facilitate activities which will build the
profile of the university in key markets. The Internationalisation Strategy provides the framework for
development of regional action plans. Six International Deans (formerly known as “Regional
Champions”**) were appointed in January 2008 to lead internationalisation work for each region,
building on the key themes of the international strategy. The role is currently being reviewed.
During 2010, regional action plans are being developed with priorities agreed. This work is being led
by the International Deans, supported by the International Director and other service heads. An
International Business development strategy is in draft form and will take forward some aspects of the
work outlined broadly in this overarching Strategy.
For the University to fully capitalise on international opportunities it is essential that effective
communication channels be established between the Colleges, Services and the International Deans.
In order to embed the goals of the internationalisation strategy within future college management
structures, the restructuring project board will consider the optimal mechanisms to progress this work
in a coordinated manner. In addition there should be regular communication between staff of the
College and the International Deans to ensure that regional strategies and action plans are informed
by colleges’ expertise and interests.
9.
RESOURCES
Additional investment to enhance international student recruitment and marketing of the University,
support alumni relations development and promote the development of collaborative programme
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development with partners overseas was agreed by Senior Management Group in 2008. Further
investment will be considered as appropriate.
Theme Leads:
Student experience: Andrea Nolan;
Research & Knowledge Transfer: Steve Beaumont;
Staff: Ian Black;
Alumni: Cathy Bell;
Partnerships: Andrea Nolan & Steve Beaumont;
Local engagement: Kevin Cullen & Susan Stewart
Profile raising and marketing: lead Susan Stewart & Fiona Docherty
**Following a meeting of the Senior Management Group in February 2010, the Regional Champions
had their titles changed and they will now be referred to as “International Deans”.
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APPENDIX 1
Internationalisation Strategy
Internationalisation Indicators
February 2010
The internationalisation strategy articulates our international ambitions and specifies a number of
international strategic objectives. The set of indicators described below will be adopted to enable
measurement of progress and performance in meeting our goals. The indicators will be augmented by
the use of benchmarking activities with selected UK and international comparator institutions.
Proposed indicators:
1. Number and percentage of international students relative to total intake (including breakdown
by nationality / domicile and College / School).
2. Number of students undertaking international placements for academic study, work
experience or volunteering.
3. Number and percentage of students studying on transnational programmes and number of
TNE programmes supporting strategic objectives in global regions.
4. Student satisfaction measures (using ISB) at College / School level.
5. Research earnings generated from international sources and as a percentage of total
research earnings.
6. New international income (non-student fee and research income).
7. Number and percentage of staff from non-UK background (including breakdown by nationality
/ domicile and College / School).
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